jump to first page draw your organization chart. jump to first page matrix organizations
Post on 19-Dec-2015
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TRANSCRIPT
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Read
KNIGHT, K “MATRIX ORGANISATION: A REVIEW”, JMS, MAY 1976, PP 111-130
GALBRAITH, J.R. “DESIGNING COMPLEX ORGANISATIONS”, ADDISON-WESLEY, 1973
“MATRIX ORGANISATION DESIGNS”, BUSINESS HORIZONS, FEB. 1971, PP 29-40
KINGDON, D.R. “MATRIX ORGANISATION”, TAVISTOCK, 1973
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Types of organisation
What types of organisation have you worked in?
How would you describe their characteristics?
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Centralised Decentralised
Few Authority LevelsWide Span Or Control
Many LevelsNarrow Span
Consistency (OrProduct & Decisions)
Prevents TopManagementOverload
SlowStable Envt.
Speeds DecisionsGood in Diverse &Changing Environment
Refers to Authority toCommit Organisation'sResources (NotPhysical Dispersion)
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FUNCTIONAL ORGANISATION
CONTINUITY
CAREER PATH
FUNCTIONAL EXPERTISE
BUT NO CUSTOMER FOCAL POINT
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PROJECT ORGANISATION
MINI COMPANY
INDEPENDENT
LINE AUTHORITY
BUT DUPLICATION NO RESERVOIR CAREER?
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MATRIX - ‘MIXED’ - ORGANISATION
VERTICAL FUNCTIONAL HIERARCHY ‘OVERLAID’
BY LATERAL AUTHORITY, INFLUENCE OR
COMMUNICATION
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FACTORS AFFECTING INFLUENCE
UNCERTAINTY
DIVERSITY
INTERDEPENDENCE
SPECIALISATION
ECONOMY OF SCALE
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Mechanistic Organic
Stable UnstableSpecialisms Tasks RedefinedDefined Tasks Comm BetweenClear Hierarchy All LevelsCertical Comm No OrganizationSupervisors ChartInternal EmphasisResponsibilitiy
Extended
E.G. Civil Service University Dept
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MATRIX - ADVANTAGES
EFFICIENCY FLEXIBLITY TECHNICAL EXCELLENCE BALANCE FREEING TOP MANAGEMENT MOTIVATION DEVELOPMENT
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Problems ArisingConflict Institutionalised
BoundariesSpecialistsFactors - potential
Balance Power'Cross-overs'
Boundaries Resentment
Stress RoleRoleRole
ConflictAmbiguityOverload
Costs AdministrationCommunication
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Making Matrix Work
DEFINITION OF ROLES: WHO: WHAT? WHEN? FOR WHOM?
PM FM
WHAT? WHEN? HOW MUCH?
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ORGANISATIONAL DEVELOPMENTAdair Team Building Activities
Sensitivity TrainingParticipative Introduction
Handy 'Organization Culture'
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GUIDELINESGALBRAITH “MAKING LATERAL PROCESSES
EFFECTIVE”
PERCEIVED REWARD INFORMATION & AUTHORITY KNOWLEDGE INFLUENCE LATERAL/VERTICAL PROCESSES PART OR FULL TIME LEADERSHIP